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INTRODUCTION
Job satisfaction results from the employee’s perception that the job content and context
actually provide what an employee values in the work situation. It can be defined as “a
pleasurable or positive emotional state resulting from the appraisal of one’s job or job
experience”. This positive emotional state is highly contributory to an employee’s physical
and mental wellbeing. Organizationally speaking high level of job satisfaction reflects a
highly favorable organizational climate resulting in attracting and retaining better workers.
Job satisfaction can also be defined as the extent of positive feelings or attitudes that
individuals have towards their job. When a person says that he has high job satisfaction, it
means that he really his job, feels good about it and values his job highly.
It has been established that highly satisfied workers have better physical and mental
wellbeing. It is highly debatable as to which one is the cause and which one is the effect but
they are correlated. On the other hand, serious job dissatisfaction results in stress and
tension which is usually the cause of variety of physiological disorders.
Job satisfaction is simply how people feel about their jobs and different aspects of their
jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction-faction)
their jobs. As it is generally assessed, job satisfaction is an attitudinal variable. In the past,
job satisfaction was approached by some researches from the perspective of need fulfillment
that is, whether or not the job met the employee’s physical and psychological needs for the
things provided by work, such as pay. However, this approach has been de-emphasized
because today most researchers tend to focus attention on cognitive processes rather than on
underlying needs. The attitudinal perspective has become the predominant one in the study
of job satisfaction.
Job satisfaction can be considered as a global feeling about the job or as a related
constellation of attitudes about various aspects or facets of the job. The global approach is
used when the overall or bottom line attitude is of interest, for example, if one wishes to
determine the effect of people liking their jobs. Most of the research we will discuss
assessed global job satisfaction in relation to other variables of interest. The facet approach
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is used to find out which parts of the job produce satisfaction or dissatisfaction. This can be
very useful for organizations that wish to identify areas of dissatisfaction that they can
improve. Sometimes both approaches can be used to get a complete picture of employee’s
job satisfaction.
A job satisfaction facet can be concerned with any aspect or part of a job. Facets
frequently assessed include rewards such as pay, fringe benefits, other people such as
coworkers or supervisors, the nature of the work itself and the organization itself.
STATEMENT OF THE PROBLEM
Due to globalization, today’s world has become a single village. And never had it been
before and after people have been interacting to one another without considering their
culture, value, norms, attitudes and race, as it today. These interactions are not only in trade,
diplomatic, social political and communication network, but also in banking sector rather
the needs and motivation as for as and all these make a today’s world more competitive and
challenging than never before. Never before has it been so, working performance has been
drive by needs and motivation so as to satisfy employees. In order to satisfy employees
there is a number of things’s or factors to consider. Therefore, this study will investigate as
to what extent job satisfaction has lead to good working performance in formal organization
.The study will examine the concept of job satisfaction in relation to the factors which
influence employee’s job satisfaction in organization.
OBJECTIVES OF THE STUDY
1. To measure the level of job satisfaction among employees in banking sectors.
2. To find out the factors contributing towards the job satisfaction of employees in
Banking Sectors.
3. To find out relationship between contributing variables and job satisfaction.
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. The method adopted
in collecting the data selection of the sample analysis and interpretation are discussed below
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RESEARCH DESIGN
A research design is the arrangement of conditions for collections and analysis of data in
a manner, that aims to combine relevance to the research purpose with the economy in
procedure. Descriptive research design was adopted for this study to achieve the objectives
of the study. This type of research design is more flexible to carry out the research. The
design provides the opportunity for considering different aspects of the problem. The
researcher adopted the method of experience survey to collect the data.
SAMPLING SIZE
Sample size of the study that is selected from the sampling unit. Total estimated sample
size 300
METHOD OF DATA COLLECTION
The data collection pertaining to this study involves both primary and secondary
methods. The primary data was collected using questionnaire from randomly selected
samples. The secondary data were collected from sources like manuals, company records,
magazines and internet.
STATISTICAL TOOL USED
The collected data were analyzed by using SPSS package version 11.5. The statistical tools
used are:
Stepwise Regression: A technique for measuring the liner association between
contributed and independent variables.
Bivariate Correlations: procedure computes Pearson's correlation coefficient,
Spearman's rho, and Kendall's tau-b with their significance levels. Correlations measure
how variables or rank orders are related.
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RESULTS AND DISCUSSION
Job satisfaction is a combination of psychological, physiological and the environment
conditions providing satisfaction to person with his job. Table 1 the job satisfaction
perceived by the employees based on the opinion. Among the employees in the opinion, 16
percent of the employees have state that the job satisfaction is Low, 18.3 percent of the
employees have stated that the job satisfaction is Medium and 65.7 percent of them state
that the job satisfaction is high. At outset it is implied that majority of the employees
perceive high level of job satisfaction, very few employees perceive medium and low level
of job satisfaction. Job satisfaction is high when there is welfare facilities, rewards and
recognition etc., The some employers may expect recognition for there service when it lacks
the job satisfaction perceived by them is low.
Table: 1 Level of job satisfaction
Opinion Frequency Percent
Low 48 16.0
Medium 55 18.3
High 197 65.7
Total 300 100.0
Source: Primary Data
Table 2, a stepwise regression analysis explains about contributing variables among
bank employees. It is observed that the job involvement, organizational climate and
organizational commitment significantly contribute towards the job satisfaction. The
compute F-value for these factors is found to be significant at 1 percent level. The R2 value
0.009 indicate that highest percentage of variances on job satisfaction could be determined
by these factors. The R2 value 0.009 indicate that organizational climate and organizational
commitment are the most contributed variables for the job satisfaction among the bank
employees.
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Table 2: Stepwise multiple Regression Analysis for the Job Satisfaction and
contributed variables
Details R R2 Adjusted S.E F-Value Significant
regarding R2
contributed
variables
Job 0.617 0.381 0.379 8.52781 183.530 0.000
involvement
Organization 0.655 0.430 0.426 8.20047 111.870 0.000
climate
Organization 0.662 0.439 0.439 8.14916 77.106 0.000
commitment
Source: Primary Data
Table 3, a stepwise regression analysis was performed keeping job satisfaction as the
dimensions of job involvement, organizational climate and organizational commitment as
independent variables. It is found that among the job involvement, organizational climate,
organizational commitment is found to significantly influence the job satisfaction. Job
involvement 0.382 highly influencing the job satisfaction and organizational commitment
0.151 least influencing the job satisfaction. Mukherjee (1969) rightly pointed out in this
identified interrelating among measures of job satisfaction and job involvement with
reference to a sample of 80 male semi-skilled workers of Nagpur. It confirms that the higher
the job involvement, higher the job satisfaction and vice-versa.
Table 3: Job satisfaction and outcome variables
Coefficients
Un standardized Standardized t – value Signature
Coefficients Coefficients
B Std. Error Beta
(Constant) 20.673 4.879 4.238 0.000
Job 0.391 0.064 0.382 6.068 0.000
Involvement
Organizational 0.076 0.022 0.213 3.443 0.001
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Climate
Organizational 0.117 0.054 0.151 2.180 0.030
Commitment
Source: Primary Data
Table 4, the result shows that the job involvement is positively and significantly
correlation with job satisfaction and job involvement (0.617), organizational commitment
(0.567), quality of work life (0.367) , organizational climate (0.549). The R-value (0.617)
from the table for job involvement and job satisfaction clearly implies that involvement of
employees is highly influenced by job satisfaction. So it is inferred that job satisfaction is
highly correlated with job involvement. Job involvement among employees will also be
high. The dimension of job content (-0.052) is negatively and significantly correlated with
job satisfaction. From the correlation table it is found that there is significant relationship
between job satisfaction and job involvement, quality of work life, organizational
commitment, and organizational climate except job content.
Table 4: Relationship between job satisfaction and contributing variables
Correlations
JS JI OC QWL OCILM JC
JS Pearson Correlation 1 .617(**) .567(**) .367(**) .549(**) -.052
JI Pearson Correlation .617(**) 1 .704(**) .451(**) .604(**) -.012
OC Pearson Correlation .567(**) .704(**) 1 .636(**) .691(**) .039
QWL Pearson Correlation .367(**) .451(**) .636(**) 1 .626(**) .142(*)
OCILM Pearson Correlation .549(**) .604(**) .691(**) .626(**) 1 .005
JC Pearson Correlation -.052 -.012 .039 .142(*) .005 1
Source: Primary Data
MANAGERIAL IMPLICATIONS
The study implies that the overall job satisfaction of the bank employees is medium. The
contributing variables like job involvement, organizational commitment and organizational
climate is found to significantly influence the job satisfaction perceived by the employees. It
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8. International Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.
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is also observed that organizational climate least influencing the job satisfaction perceived
by the employees.
SUGGESTION
Job satisfaction refers to attitude of employees. Doing any job is a part of life. So job
satisfaction is part of life satisfaction. When their physical and psychological environment
is conducive they will perceive high job satisfaction. Some of the ways through which the
job satisfaction can be improved are.
1. Job security is very important factors for job satisfaction. So the organization
providing the job security to employees automatically they increasing satisfaction
level of job.
2. Relationship with co-workers and supervisors makes the employees to feel better
and it help to increase productivity and responsibility of workers and it helps to
increase profit of the organization.
3. It was found that level of job satisfaction on employees few of them are not satisfied
with job. So the organization try to consider the respondents needs and fulfill the
same.
SCOPE FOR FURTHER RESEARCH
The present study concentrates only on finding out the influence of contributing
variables (job involvement, organizational commitment, and organizational climate) and
level of job satisfaction perceived by the employees. Other than the demographic variables,
there are various factors like welfare measures, quality of work life, job content, motivation,
Communication, which determine the perception of the employees. A study on combining
there dimensions could help job satisfaction in identifying the way to improve the job
satisfaction.
LIMITATIONS
Due to time constraint, the researcher has conducted the study in one particular banking
sectors. So the implications of this study cannot be generalized for the whole banking
sectors.
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CONCLUSION
The present study reveals that majority of the employee’s perceived only low and
medium job satisfaction. So the organization must identify the factors, which lead to poor
job satisfaction. And also take action towards the job satisfaction. Because poor job
satisfaction may result in less productivity and it is injurious for the employees as well as
for the organization. The contributing variables also significantly contribute for the low
perception of job satisfaction.
This study on job satisfaction among bank employees has brought to light the extent to
which the employees are satisfied with their job and their reaction towards factors related to
work and work-environment. Attempt has also been made to find the perception of
employees on the motivational factors. Some of the key areas where improvement was
needed were inferred from this study and highlighted in the previous chapter. An objectives
analysis of the situation from the organization side would certainly help in improving their
situations, which in turn could result in increased job satisfaction, better efficiency and
higher productivity. It is observed from the study on job satisfaction among bank
employees in Cuddalore District, India.
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